Gerard Cachon and Christian Terwiesch, Matching Supply with Demand: An Introduction to Operations Management, 4e is the most authoritative, cutting-edge book for operations management MBAs. The book demands rigorous analysis on the part of students without requiring consistent use of sophisticated mathematical modeling to perform it. When the use of quantitative tools or formal modeling is indicated, it is only to perform the necessary analysis needed to inform and support a practical business solution. The guiding principle in the development of Matching Supply with Demand has been "real operations, real solutions." "Real operations" means that most of the chapters in this book are written from the perspective of a specific company so that the material will come to life by discussing it in a real-world context. "Real solutions" means that equations and models do not merely provide students with mathematical gymnastics for the sake of an intellectual exercise.
Professor Cachon is the Fred R. Sullivan Professor of Operations, Information, and Decisons at The Wharton School of the University of Pennsylvania, where he teaches a variety of undergraduate, MBA, executive, and Ph.D. courses in operations management. His research focuses on operations strategy, and in particular, on how operations are used to gain competitive advantage. His administrative responsibilities have included Chair of the Operations, Information and Decisions Department, Vice Dean of Strategic Initiatives for the Wharton School, and President of the Manufacturing and Service Operations Society. He has been named an INFORMS Fellow and a Distinguished Fellow of the Manufacturing and Service Operations Society. His articles have appeared in Harvard Business Review, Management Science, Marketing Science, Manufacturing & Service Operations Management, and Operations Research. He is the former editor-in-chief of Manufacturing & Service Operations Management, and Management Science. He has consulted with a wide range of companies, including 4R Systems, Ahold, Americold, Campbell Soup, Gulfstream Aerospace, IBM, Medtronic, and O'Neill. Before joining The Wharton School in July 2000, Professor Cachon was on the faculty at the Fuqua School of Business, Duke University. He received a Ph.D. from The Wharton School in 1995. He is an avid proponent of bicycle commuting (and other environmentally friendly modes of transportation). Along with his wife and four children he enjoys hiking, scuba diving and photography. Professor Terwiesch is the Andrew M. Heller Professor at the Wharton School of the University of Pennsylvania. He also is a professor in Wharton's Operations and Information Management Department as well as a Senior Fellow at the Leonard Davis Institute for Health Economics. His research on operations management, research and development, and innovation management appears in many of the leading academic journals, including Management Science, Operations Research, Marketing Science, and Organization Science. He has received numerous teaching awards for his courses in Wharton's MBA and executive education programs. Professor Terwiesch has researched with and consulted for various organizations, including a project on concurrent engineering for BMW, supply chain management for Intel and Medtronic, and product customization for Dell. Most of his current work relates to health care and innovation management. In the health care arena, some of Professor Terwiesch's recent projects include the analysis of capacity allocation for cardiac surgery procedures at the University of California-San Francisco and at Penn Medicine, the impact of emergency room crowding on hospital capacity and revenues (also at Penn Medicine), and the usage of intensive care beds in the Children's Hospital of Philadelphia. In the innovation area, recent projects include the management of the clinical development portfolio at Merck, the development of open innovation systems, and the design of patient-centered care processes in the Veterans Administration hospital system. Professor Terwiesch's latest book, Innovation Tournaments, outlines a novel, process-based approach to innovation management. The book was featured by BusinessWeek, the Financial Times, and the Sloan Management Review.
1.Introduction2.The Process View of the Organization3.Understanding the Supply Process: Evaluating Process Capacity4.Estimating and Reducing Labor Costs5.Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model6.The Link between Operations and Finance7.Quality and Statistical Process Control8.Lean Operations and the Toyota Production System9.Variablity and Its Impact on Process Performance: Waiting Time Problems10.The Impact of Variability on Process Performance: Throughput Losses11.Scheduling to Prioritize Demand12.Project Management13.Forecasting14.Betting on Uncertain Demand: The Newsvendor Model15.Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity16.Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model17.Risk-Pooling Strategies to Reduce and Hedge Uncertainty18.Revenue Management with Capacity Controls19.Supply Chain with Capacity Coordination APPENDIXES 1.Statistics Tutorial2.Tables3.Evaluation of the Loss Function4.Equations and Approximations5.Solutions to Selected Practice Problems
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